MIS 323 Quiz 1

Planning, Analysis, Design, Implementation

Project Initiation and Set Up

Prepare system request and perform preliminary feasibility analysis

Project plan, workplan, staffing plan

Determine analysis strategy, collect and analyze requirements, and prep and present system proposal

study the existing system and its problems

develop new system concept and describe new system with analysis mode

summarize results of the analysis phase; leads to a go/no go decision made by sponsor and steering commitee

determine deisgn strategy, design system components, present to steering commitee

build, buy, outsource

architexture, interface, database, programs; assemble elemsnts into system specification

leads to go/no go decision

system construction, installation, and ongoing support

Implementation Phase

programming and testing

Trainging and conversion to a new system

to fulfill a business need

enable a business initiative or strategy
support a merger/acquisition
fix a point of pain
utilize new technology
outgrowth of business process management (BPM)

specific area or process in the system that causes significant frustration, inefficiency, or difficulty for users; impacts decision making and operational effectiveness

methodology used by organizations to continuously improve internal and cross-organizational business processes

internal and cross-organizational

enhanced process agility
process alignment with industry best practices
increased process efficiencies

4

1. define and map the steps in a business process
2. create ways to improve on steps in the process that add value
3. find ways to eliminate or consolidate steps in the process that don't add value
4. create or adjust electronic workflows to match the improved process maps

1. define/map steps in a process
2. improve steps that add value
3. eliminate/consolidate steps that don't add value
4. adjust/implement improved process map

create/adjust electronic workflows to match improved process maps (STEP 4)

study the processes
create new, redesigned processes to improve the process workflows
utilize new tech enabling new process structures

total overhaul of work processes

The person who initiates the project and who serves as the primary point of contact for the project on the business side

finance department, VP marketing, CIO, CEO

business related reason for initiating the system

new or enhanced business capabilities that the system will provide

benefits the system will create for the organization

issues that pertain to the approval committee

describes business reasons for the project
defines the systems expected value
lists the project's key elements

forces the sponsor to formalize their ideas
provides a framework for collecting initial project info
standardizes info to be used by the steering committee

group of high level stakeholder that provide strategic direction and oversight to all IT projects; approval committee

detailed business case for the project
compiled into a feasibility study
critically important to reassess feasibility throughout the project

technical
economic
organizational

can we build it?

users' and analysts' lack of familiarity with the business application area
lack of familiarity with tech
project size
compatibility with existing systems

should we build it?

identifying and assigning value to costs and benefits
determine CF
assess financial viability (ROI, break even, NPV)

if we build it, will they come?

strategic alignment with business strategy (closer alignment, likelier success)
effect on stakeholders

know the risks we face and their significance; continuously review and revise

how does the project fit within the entire portfolio of projects

select projects to form a balanced project portfolio

due to project portfolio issues

collects and manages info about all projects

allows them to stay up to date on projects and adapt to changing conditions

project prioritization
employee allocation
real time project monitoring
flagging cost
time variances
monitoring economic feasibility

size
cost
purpose
length
risk
scope
economic value

select the best project method
develop a workplan
establish a staffing plan
create ways to coordinate and control the project

formalized approach to implementing the SDLC
series of steps and deliverables to produce

internally developed by the firm
consulting firm
software vendor
government agency

clarity of user requirements
familiarity with technology
system complexity
system reliability
time frame
schedule visibility

assumes a project phase is complete before moving to the next phase

Waterfall, Parallel, V-Model

Fully complete a phase before moving onto the next
emphasize deliverables flowing from one phase to the next

requirements are identified long before construction begins, and frozen as project proceeds (will not change)

have to wait a long time before there is visible evidence of the new system
long time from start to finish
if you find something wrong in a stage, you need to go all the way back to planning
cannot move on from one phase until EVERYTHING is finished

divides design and implementation into subprojects that can be worked on at the same time; reduces overall project length

reduces overall project time (compared to waterfall) and the need for rework (shorter time frame, smaller chance of requirements changing)

must make sub projects carefully
risk lack of consistency when integrating subprojects for the final implementation

emphasizes system quality by creating test design at analysis and design, to then be used after implementation

simple and straightforward
quality improves through the emphasis on testing and including quality assurance early on

rigid and difficult to use in a dynamic business environment

get some portion of system developed quickly and in the user's hands
incorporates special techniques and tools (CASE, JAD, code generators)

Iterative, System Prototyping, Throw Away Prototyping

series of versions developed sequentially (first version is done, immediately analyze and revamp)

users get system quickly and can identify additional needs for later versions based on real experiences with the current version

users get an incomplete system and must be patient for the fully functional version
cannot be used for clients who are already doubtful/looking for flaws (truck driver story)

create a prototype of a system and grow it into the final system with repetitive refinement

users get to work with the prototype quickly and feedback cycles let users identify changes and refine real requirements

superficial analysis may cause problems
initial design decisions may be poor
overlooked features may be hard to add later

Multiple groups work to make the same prototype and whichever ones aren't needed get thrown out. Whichever ones are acceptable are combined and go back to deisgn/implementation (class example)

minimized uncertainty
important issues are understood before building the final system

may take longer compared to system prototyping

focus on short cycles that produce a complete software products
highly adaptable in dynamic environments

Extreme Programming (XP) and Scrum

fast result delivery
works well in projects with undefined or changing requirements

require discipline
significant user involvement is essential
initial high learning curve
bad for big projects

size, cost, and time

assigning projected values for time and effort

methodology in use
actual previous projects
experienced dveelopers

Start as a range and become more specific as the project progresses

Planning 15%
Analysis 20%
Design 35%
Implementation 30%

use established guildelines/methodologies
model previous project's task lists
top-down approach
organize work into breakdown structure

break high level tasks into smaller detailed tasks (grade programming example)

match skills to project needs when possible
staffing levels will change over project lifetime

technical and interpersonal skills

Adds overhead

intrinsic rewards

recognition
achievement
the work itself
responsibility
advancement
chance to learn new skills

cautiously

unrealistic deadlines
ignore good efforts
accept low quality
give everyone the same raise
make an important decision without team input
poor working conditions

making sure team understands project and goals
establish operating procedure (Project Charter)
ensure everyone gets to know each other
establish methods for dealing with problems

establishes operating procedures concerning availability, status reporting, and meetings

Refinement

deviation of the project from the original scope through the addition of new features

Use JAD and prototyping
implement formal change approval process
defer additional requirements as future system enhancements

set a tight, realistic deadline
identifies and focuses on essential functions
stresses high quality
repeat to add refinements and enhancements

when a project requires more time than is available

the remainder of the project is simpler than the part you feel behind on, and simpler than you expected when original estimates were made

Not always